The desire to help others

The most efficient collaborators have an expansive tolerance for ambiguity. 

• They focus on being directionally correct, making sure they are moving in the right general direction on the project. 
• They remain open to adapting their ideas and plans

Small wins feel good, and they reinforce who we are and provide a shot of dopamine. But the desire to help and the satisfaction from accomplishment set up expectations in ourselves and others that can get out of control.

Practice avoiding activities that give you the rush o...

This need can keep you working late at night trying to get that last little task accomplished when you no longer have the creativity or energy for it.

• Remind yourself that closure — or an empty email inbox — should not be your sole priority. Let nonpriority work or requests wait or...

By being authentic about your limits and having the courage to ask questions, you not only reduce your unproductive activities but also create space for others, to be honest, and admit they don’t have the answers either.

Admit that you don’t know the exact answer but you’re...

We say yes early and often, so everyone knows how competent and responsive we are.

You may be concerned that saying no could impact you later, but there’s a limit to what you can handle. So instead of “yes” or “no”, offer choices, such as “What order would you like me to ge...

This trigger is often tied to people’s belief that they are the most capable of doing the work well. And if you’re reluctant to delegate or connect, you sentence yourself to a life of trying to do everything yourself, which is impossible.

But letting go will help you bu...

The fear of missing out on better projects, better colleagues, and better opportunities can become a persistent, nagging problem that won’t let you rest or stay in the moment. 

Too often, FOMO drives unproductive choices. So, we end up in projects that over...

Don’t look for status in the expertise and knowledge that defined you yesterday. 

Let go of those old, familiar ways of interacting so you can create the space to develop in new ways as a leader who enables the team to take ownership and engage independently.